SUPERIOR, AZ VOLUME 5, ISSUE 12 | DEC 2024 A TOWN OF RESILIENCE AND OPPORTUNITY Also in this issue SMYRNA, TN • LADYSMITH, WI • SOUTH BURLINGTON SCHOOL DISTRICT Resolution Copper The resolution Copper Project Pg. 227 Taylor Farms Fresh & healthy Food Solutions Pg. 241
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Paul Payne Brendan McElroy Thomas Hiley Chad Loveless Jessica Zaneis Mike Luchetta Ali Ahmed Jillian Hicks Javier Robles Contributing Writers Andrew Macfarlane Michelle Mahoney Brett Anningson Caroline Verner-Hiley Al Krulick Ian Gyan Dan Marcharia Veronica Enair Vice President of Production Jared Ali Director of Administration Michelle Siewah Director of Marketing Nora Saliken Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
EDITOR’S NOTES Dear Readers, Many of our readers may be thinking about Christmas shopping as December marches forward. Lights, decorations, online shopping, and winterthemed activities are also filling up the calendar for most of us. I don’t know how it is in your household, but it feels like my family and I were just getting into the autumn swing of things, and now winter is quite literally on our doorstep, with the holiday season knocking on our door. As fall winds give way to cold and crisp mornings, we consider it a privilege as always to bring our avid business readers an inside view into how municipalities, organizations of different sizes, and the many bustling airports throughout the continent are wrapping up the fourth fiscal quarter of 2024 as they gear up for 2025. For our December issue, we landed at several leading regional US-based airports. We sat down with Airport Directors from Del Conte County Airport, Devils Lake Regional Airport, Lebanon Municipal Airport, and Liberal Mid-America Regional Airport to discuss each of their airport master plans, meeting continued aviation growth and the vital economic link to the community and region these air hubs serve. December’s issue covers a diverse group of municipalities. As our in-depth profiles uncovered, it is clear that continued best practices, bold initiatives, and critical infrastructure upgrades top the agenda at this time of the year. Civic and county officials continue to focus on key policies while adapting to economic challenges and putting residents first. Business View’s pages are filled with fascinating features with city officials from Beaumont, California, Bristol, Virginia, Fulton County, Ohio, Grover Beach, California, Kentville, Nova Scotia, Sharonville, Ohio, and Superior, Arizona among other fast-growing municipalities. Each region embraces the final few weeks of the fiscal quarter of 2024 by providing residents with what is on their wish list. Continued commercial and industrial growth coupled with residential growth propels these municipalities into some of the fastest-growing regions across North America. For our December issue, we also caught up with a cross-section of dynamic and fast-growing companies and organizations including Rytech Inc., Albany Capital Center, Aquas Pools, High Tech Pools, Johnson Pools and Spa, Nutana Machine, and Prairie Capital Advisors among others. As 2025 beacons, all these companies show leadership and produce noteworthy projects to strengthen their business foothold and rev their economic engines towards further growth. As we bring you the very best sector and industryfocused features, we hope that you take time for yourself to enjoy preparing for the very best of the festive season that is just a few short weeks away as we continue to provide you with the best business view. Karen Surca Editor in Chief 2 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
CITY VIEW 21 BEAUMONT, CA A City that is Thriving and is Blessed with Beauty 35 GROVER BEACH, CA Transformation ahead 45 OROVILLE, CA Building a Stronger, Safer, and More Sustainable Community 55 SAN JOAQUIN, CA Investing in the Heart of the Valley 65 BERTIE COUNTY, NC A Large County with Big Plans VOLUME 05, ISSUE 12 COVER SUPERIOR, AZ 2 EDITOR’S NOTES 7 OPENING LINES 75 BRISTOL, VA Hitting High Notes 85 CHATTOOGA COUNTY, GA Local Leadership in Action 95 CINCINNATI, OH Shaping a Future Where Opportunity Meets Community at Every Turn. 105 CLERMONT COUNTY, OH Building Opportunity at Every Turn 119 FULTON COUNTY, OH Building Opportunity in Rural America 133 MONROE, OH Building the Future Through Planned Growth and Community Partnerships 143 REYNOLDSBURG, OH A ‘Taste’ of a Beloved Destination CINCINNATI, OH BEAUMONT, CA 95 21 3 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
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VOLUME 05, ISSUE 12 153 SHARONVILLE, OH A Tale of a Thriving City 163 EBENSBURG, PA Reaching New Heights 173 KENTVILLE, NS Charming and Picturesque 183 LADYSMITH, WI Driving Change in the Midwest 193 STRATFORD, WI Welcome Home ROCHESTER, IN SHARONVILLE, OH 213 153 203 MINERAL WELLS, TX A Community Revitalized 213 ROCHESTER, IN A Small Town’s Bold Steps Toward Growth and Opportunity 223 SUPERIOR, AZ A Town of Resilience and Opportunity 237 SMYRNA, TN Small Town Mystique with a Big City Bonus 5 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. EDUCATION 253 REGIONAL SCHOOL DISTRICT NO. 51 Moving past COVID 263 SCARSDALE UNION FREE SCHOOL DISTRICT Prioritizing Excellence in Education and Beyond REGIONAL SCHOOL DISTRICT NO. 51 253 273 SOUTH BURLINGTON SCHOOL DISTRICT Increasing A focus on Social, Emotional Learning and Equity 6 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
DESPITE COURT RULING, NBAA RECOMMENDS LLCS CONTINUE TO PREP CTA REPORTS Source: https://nbaa.org/, Editor, First published Dec 09, 2024 Although a federal court has put a hold on requirements under the Corporate Transparency Act (CTA) for certain companies to report specific owner information – including ownership of business aircraft – by Jan. 1, 2025, experts encourage those impacted by the CTA to continue readying for reporting requirements. The U.S. Court for the Eastern District of Texas has determined that reporting requirements under the Corporate Transparency Act (CTA) may be unconstitutional, issuing a preliminary injunction enjoining enforcement of the rule nationwide. The Dec. 3 preliminary injunction temporarily stays a compliance deadline of Jan. 1, 2025. Effectively, this means entities affected by the CTA need not comply with the Jan. 1 reporting deadline while the injunction is in effect. The CTA authorized the U.S. Department of the Treasury’s Financial Crimes Enforcement Network (FinCEN) to request limited liability companies (LLC) and other entities to report “ultimate beneficialowner information,” including name, date of birth, current address and more. This would apply to entities that own business aircraft in an LLC, a common structure to establish leases under which Opening Lines 7 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
FinCEN has indicated that the filing of Beneficial Ownership Information is voluntary until further notice. Reporting companies will not be subject to liability if they fail to file while the preliminary injunction remains in effect, according to FinCEN. Epstein said it’s unlikely a court action changing the status of the injunction will occur before the Jan. 1 deadline, so for now, reporting entities are not required to file a report. Should a higher court reverse this decision, it is likely the stay would be lifted with a future effective date, allowing impacted entities to report before a new compliance date. companies may share aircraft and for a host of other business and tax reasons. Under the CTA, millions of entities formed prior to Jan. 1, 2024, had until Jan. 1, 2025, to file. Jonathan Epstein, partner at Holland & Knight LLP, says that despite the federal court’s action, entities impacted by the CTA are strongly advised to continue preparing for the reporting requirement. “Don’t stop preparing for this report,” Epstein said. “Be ready to file because we don’t know what’s going to happen in a higher court,” adding that, for some companies, the reporting requirement is quite simple, but others will need time to gather data to make the report. 8 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
OPENING LINES Source: https://nbaa.org/, Editor, First published Dec 09, 2024 Being familiar with specific, timely information about destination airports is essential for safe approaches – and even more so for non-towered fields. In fact, according to the FAA, only 520 of the 5,082 public-use airports across the U.S. have air traffic control towers. So, it stands to reason that flights in and out of uncontrolled airports will more than likely occur at some time for any operator. Issued in 2023, FAA Advisory Circular 90-66C,“Non-Towered Airport Flight Operations,” provides a reliable resource to remind pilots about proper procedures for operating in that environment. “There is no reason to go in blind,” said Julia Harrington, a lead captain and base manager for Axis Jet on a Cessna Citation CJ2 and XLS out of Chicago Executive Airport (PWK). Harrington said at least 50% of her flights are to uncontrolled airports. VISUALLY VERIFY For Harrington, using instrument approaches at unfamiliar uncontrolled airports is standard practice. Around 10-15 minutes prior to landing, she begins to monitor and broadcast on the common traffic advisory frequency at the arrival airport to gauge upcoming traffic conditions. Utilizing additional resources such as the traffic alert and collision avoidance system gives pilots extra time to prepare for traffic, but it’s important to get visual verification upon arrival.“Visually verify what you think to be true,” Harrington said. BLEND INTO THE ENVIRONMENT Keith Wolzinger, who flies a Citation XL out of California’s John Wayne/Orange County Airport (SNA) for Paragon Airways, advises making position reports PILOTS OFFER TIPS FOR SAFELY APPROACHING NON-TOWERED AIRPORTS 9 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
a 45-degree entry to downwind at pattern altitude. COMMUNICATE TO BE UNDERSTOOD Communicating intentions to be understood by other pilots is essential, as not all pilots will understand locations of approach fixes. Using distance and direction from the airport is more understandable by all pilots. Flexjet Director of Safety Tyler Boring, who’s based at Ohio’s Cuyahoga County Airport (CGF), said pilots can set the tone by reaching out on frequency ahead of time for situational awareness. Communicating intentions along with your approach plan helps others on frequency understand. Flight crews can “help the process along by communicating and modifying course as necessary, depending on what is going on in the pattern,” Boring said. by stating your distance from the destination airport and your intentions upon arrival. If you’re flying an approach, say so, Wolzinger said. About 20%-25% of Wolzinger’s operations are at uncontrolled fields. “Blend into the environment as much as you can,” said Wolzinger, by planning to fly at airspeeds consistent with aircraft in the pattern or modifying your approach to lessen the impact on other aircraft in the vicinity. Flying the traffic pattern when possible, and extending the downwind to follow slower aircraft, were also mentioned as tools when operating at an uncontrolled airport, which are all referred to in AC 90-66C. Chapter 14 of the “Pilot’s Handbook of Aeronautical Knowledge” also provides reminders for how to enter a visual traffic pattern. In addition, the book offers guidance about when it’s practical to utilize 10 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
FAA PUBLISHES RULE REMOVING CFI EXPIRATION DATES OPENING LINES Source: https://www.avweb.com/ Amelia Walsh, First published Oct 24th, 2024 The FAA has published a final rule eliminating expiration dates on flight instructor certificates, replacing them with recent experience requirements every 24 calendar months. The agency says that removing the expiration date on certificates will increase efficiency, cut costs and put instructor certificates in line with other airman certificates such as private and commercial, which do not expire. Under the new rule, instructors must still renew their certificates every 24 calendar months by completing a Flight Instructor Refresher Clinic (FIRC), obtaining an additional instructor certificate or engaging in further instructional activities. Additional activities must include “at least 15 flight activities recognized under the FAA-sponsored pilot proficiency program,” during which the flight instructor evaluates at least five different pilots and makes the required endorsements in each pilot’s logbook for every activity.The rule also specifies that CFIs who endorse at least five applicants for a practical test within 24 calendar months and maintain an 80% pass rate can also utilize this provision to renew their certificates. In issuing the rule, the FAA emphasized that general aviation advocates have long pushed for the removal of the expiration date on instructor certificates in favor of a more streamlined process. The final rule is effective Dec. 1. The FAA estimates that the rule will result in $5.6 million in cost savings for both the FAA and the industry over five years. 11 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
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A VARIETY OF FUNDING SOURCES CAN HELP THE PUBLIC SECTOR DEVELOP ITS TECH WORKFORCE OPENING LINES Source: americancityandcounty.com, Michael Keating, First published November 27th, 2024 Governments are expanding their IT labor pools. One example is IT security. Public agencies will grow their information security analyst workforces by 23% through 2033, says the U.S. Bureau of Labor statistics (BLS). Staffers with this job title plan and carry out security measures to protect an organization’s computer networks and systems. Across all industries, employment of information security analysts is projected to grow 33% from 2023 to 2033,“much faster than the average for all occupations,” says the BLS. Will governments be up to the challenge and successfully recruit all of those needed professionals? One organization that may be able to aid in finding and certifying top candidates is the Computing Technology Industry Association (CompTIA). The organization serves the global IT/tech industry, and is the certifying body of IT professionals. Robert Owens, director, funding research and analysis at CompTIA, explains how his group can help: “CompTIA is always on the lookout for opportunities to provide resources to our customers, including those in federal, state and local governments.” He says several sources can help local governments secure funding to aid in developing a quality IT workforce: “Funding is available from a variety of sources, such as the governor’s office and each state’s department of commerce. CompTIA updates its funding landing page monthly, or whenever a new funding opportunity arises that could benefit our customers, whether at the federal, state or local level.” Owens adds: “For specific questions or requests, individuals can reach out to CompTIA at Funding@CompTIA.org.” Owens says local governments have several options to secure funding that can aid in IT workforce development. These include: FEDERAL AND STATE GRANTS Local governments can apply for federal and state grants specifically designed for education and workforce development. Programs like the Workforce Innovation and Opportunity Act (WIOA) provide funding for training programs. Education-specific grants: Agencies should look for and apply for grants from the U.S. Department of Education or other government agencies that focus on STEM and IT education. STEM is an acronym for the fields of science, technology, engineering and math. Public-private partnerships: Owens urges local governments to collaborate with tech companies. He explains: “Partner with technology companies 13 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
(HUD).“These federal funds can be used for a variety of community development purposes, including education and job-training programs.” Nonprofit and foundation support: Owens suggests that local governments consider partnering with foundations. “Agencies should collaborate with nonprofit organizations and foundations that focus on education and workforce development.They may offer grants or funding opportunities.” Corporate social responsibility (CSR): Agencies may want to investigate engaging with corporations that have CSR programs focused on education and workforce development. Through these programs, governments can seek financial or resource contributions that can aid in workforce development. Workforce development boards: Owens urges agencies to engage with workforce boards in their community. He suggests: “Work with local workforce development boards to identify funding opportunities and align IT training programs with regional workforce needs.” GOVERNMENT INITIATIVES AND PROGRAMS Agencies should consider participating in national initiatives. “Engage in national initiatives like the TechHire program, which aims to expand local tech sectors and provide training for tech jobs,” Owens says. Utilize apprenticeship programs: Advice from Owens to local governments: “Leverage governmentsupported apprenticeship programs that offer funding for training in IT and other high-demand fields.” Owens says that the recent elections and the upcoming change in federal leadership have led to a pause in the creation of new federal IT education and training grants programs. “Once the new administration is in place, we anticipate the emergence of new funding opportunities. Please keep an eye on CompTIA’s funding landing page for upcoming funding opportunities.” that have a vested interest in developing a skilled workforce. These companies may provide funding, resources, or expertise.” Industry sponsorships: Owens suggests that agencies seek sponsorships from local businesses and industry leaders who can benefit from a welltrained IT workforce. Community development block grants (CDBG): Owens urges agencies to utilize CDBG funds, a federally funded grant program, which is administered by the U.S. Department of Housing and Urban Development 14 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
OPENING LINES ARE LOCAL GOVERNMENTS PREPARED FOR AI? 38% OF IT LEADERS SAY NOT AT ALL Source: americancityandcounty.com, Ryan Kushner, First published November 26th, 2024 A recent survey of local government IT executives found that 53% are gearing up for artificial intelligence (AI)—developing governance policies and frameworks for the new technology. That same survey, conducted by the Public Technology Institute (PTI), also found that 38% of IT leaders felt their local government was “not prepared at all” to safely use AI technology.The main concerns cited by those surveyed included security, privacy issues and a lack of necessary skills. At the same time, 46% of respondents said their organization was “somewhat prepared” for using AI, and 9% said they were “fully prepared.” Another 7% responded that they did not plan on using AI tools. The study was conducted between July and August 2024 and surveyed more than 200 local government IT executives. STEPS BEING TAKEN In terms of what steps local government IT executives were taking to address the emerging technology, 53% said they were developing AI policies and frameworks; 29% said they were collaborating with AI industry experts; 27% said they were investing in AI training and education programs; and 7% were assessing potential job displacement and recruiting strategies. A total of 40% of respondents said they had not taken any steps to address the impact of GenAI on their local government’s workforce. Several major cities, including New York and Boston, have announced AI frameworks in the past few years. The Biden Administration announced plans to begin working on AI safety, security and transparency policies in 2023, and issued guidelines for using AI to administer public benefits programs this past spring. AI’S EXPECTED IMPACT The perception of the impact AI will have on local 15 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
a report in partnership with Google detailing the opportunities AI technology presented local governments. The report breaks down types of AI that are particularly relevant to local government, including predictive AI that can anticipate traffic patterns and maintenance requirements; generative AI that can translate public meetings, operate chatbot assistants or create visualizations for urban planning projects; and perceptive AI that’s designed for traffic monitoring management, public safety and surveillance systems and more. “Technology has always been an essential tool to help local governments respond to the changing needs of their residents,”NLC CEO Clarence E.Anthony said in a statement. “Our AI report is a collection of both the potential pitfalls and the overwhelming opportunities that exist for our local communities with AI.” PTI also asked IT executives in its survey whether a single individual had been assigned responsibility for coordinating AI development. Eleven percent answered “Yes,” while 63% said, “No,” with 26% indicating that the responsibility fell on more than one individual. CYBERSECURITY CONCERNS While security was a top issue of concern for IT leaders for incorporating AI, a separate survey conducted by PTI showed a leveling of cybersecurity concerns among IT executives compared with 2023. The number of IT executives who described elected officials as “very engaged” regarding cybersecurity efforts grew from 23% to 30% in 2024. When it came to budgeting, 72% of IT leaders said cybersecurity budgets were adequate, compared with 64% last year. Regarding confidence in cloud services utilized by local governments and the security measures of those services or providers, 17% of IT leaders said they were “very confident,” 67% said they were “somewhat confident” and 13% said they were “not so confident.” government operations has shifted since 2023. In 2023, 58% of IT professionals expected AI to introduce a “dramatic change” over the next three years. This year, that number fell to 53%. Likewise, the perception that AI tools will have “little change” over the next three years increased from 42% to 47%. PLANS FOR HOW AI WILL BE USED The PTI survey also asked IT leaders how they plan to use AI in local government operations. Plans to use AI as a virtual customer service co-pilot/chatbot was cited by 70% of respondents, followed by automation of document generation (48%) and automated or enhanced data management (48%). Earlier this year, Nevada announced plans to begin using AI to analyze a backlog of transcripts from unemployment appeals hearings and generate recommendations. Another 42% of IT executives cited plans to use AI as a query assistant and 42% also planned to incorporate the technology into workforce training and learning. On Nov. 13, the National League of Cities released 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
OPENING LINES AI IN PROCUREMENT: SECOND WAVE APPLICATIONS Source: americancityandcounty.com, Steve Isaac, First published December 09th, 2024 Early document authoring applications offered only a glimpse of AI’s potential for process automation and data insight discovery. Today, we are witnessing a second wave of AI applications for government procurement—not just speeding up how our industry works but fundamentally changing it. Just two years ago, artificial intelligence (AI) was largely spoken of aspirationally—confined to venture capital pitches and the secretive engineering bullpens of the world’s biggest tech companies or young upstarts like the now-famous OpenAI. ChatGPT launched in November 2022 and was followed by an avalanche of AI innovations. If you want a sense of the overall business impact of AI, look at Nvidia—historically a graphics processing company for video gaming. It turns out their GPUs are well-suited for AI applications. In November 2022, their market cap was $406 billion. Two years later, they are the second-largest company in the world with a market cap of $3.43 trillion, hot on Apple’s trail. The initial wave of excitement about AI in procurement saw professionals imagining automated bid creation for agencies, while suppliers dreamed of simplifying the expensive and time-consuming bid response process. However, these early applications were limited in utility. Early document authoring applications offered only a glimpse of AI’s potential for process automation and data insight discovery. Today, we are witnessing a second wave of AI applications for government procurement—not just speeding up how our industry works but fundamentally changing it. AI-DRIVEN SCOPE DRAFTING AND SUPPLIER RESEARCH The first step beyond simple prompting within an app like ChatGPT has been the integration of AI into existing products and workflows. Several eProcurement companies have launched tools to support scope drafting directly in-app. For example, OpenGov has introduced its AI-Powered Scope Drafting tool.This tool can take a brief prompt like “Community Engagement Consulting Services for the Department of Public Works” and generate a draft set of project requirements. This empowers buyers to harness AI within their existing procurement technology stack. OpenGov has also launched an AI supplier search feature. It takes an agency’s scope of work and matches it to supplier offerings detailed on websites, generating both local and national supplier lists. This tool, when combined with Procurated’s supplier scores (displayed directly in OpenGov Procurement), marks a significant leap forward in supplier discovery and vetting. AI-DRIVEN PROACTIVE CONTRACT PERFORMANCE MANAGEMENT Another area where AI is transforming the status quo is proactive contract performance management. Traditionally, contract managers relied on periodic 17 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
automate processes, and ensure compliance. AI IN PRE-RFP OPPORTUNITY IDENTIFICATION AI also is unlocking new opportunities for identifying contracting possibilities during the pre-award stage, giving proactive suppliers a competitive edge. Just this month, Cloverleaf AI announced its seed funding round as it launched a new AI platform that alerts government contractors to opportunities before RFPs are even released. Major government projects are often preceded by public meetings, hearings, and forums. Cloverleaf’s Vocal Fingerprinting tool monitors these meetings, tracking the positions of key government officials on specific projects. The company also uses this data to build its Opportunity Database, which it claims captures more than 100,000 monthly government opportunities before they reach the RFP stage. A similar feature set has been rolled out by GovSpend in the form of their new Meeting Intelligence tools. Competition in this space will serve to drive greater functionality as government suppliers get used to introducing AI into their workflows. supplier meetings, anecdotal end-user feedback and scorecards (sometimes hand-written on index cards) to monitor supplier performance. These manual processes often led to performance issues going unaddressed—or worse, unnoticed. AI-powered platforms like Procurated’s Canary are revolutionizing contract performance management. Canary collects and consolidates feedback from agency end-users, leveraging AI to produce digestible summaries of performance metrics down to the agency level for contract managers. Launched less than a year ago, Canary is now used to manage supplier performance in more than 25% of U.S. states. Procurated also is experimenting with AI to standardize performance data from scorecards and other information silos, enabling contract managers to access historic performance trends seamlessly within their workflows. Addition forthcoming AI functionality includes using AI to identify contract issues proactively and automatically and flag them directly to contract managers. Other notable solutions in this space include Appian Contract Management and Icertis Contract Intelligence, both of which use AI to analyze contracts, 18 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
city view INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION (ICMA) ONLINE ARTICLE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL ONLINE ARTICLE CALIFORNIA COMMUNITY ECONOMIC DEVELOPMENT ASSOCIATION ONLINE ARTICLE ECONOMIC DEVELOPMENT PARTNERSHIP OF NORTH CAROLINA ONLINE ARTICLE NEW JERSEY ECONOMIC DEVELOPMENT AUTHORITY (NJEDA) ONLINE ARTICLE NORTH CAROLINA LEAGUE OF MUNICIPALITIES ONLINE ARTICLE TEXAS ASSOCIATION OF BUILDERS (TAB) ONLINE ARTICLE BRISTOL, VA HITTING HIGH NOTES CINCINNATI, OH SHAPING A FUTURE WHERE OPPORTUNITY MEETS COMMUNITY SAN JOAQUIN, CA INVESTING IN THE HEART OF THE VALLEY BEAUMONT, CA A CITY THAT IS THRIVING AND IS BLESSED WITH BEAUTY GROVER BEACH, CA TRANSFORMATION AHEAD OROVILLE, CA BUILDING A STRONGER, SAFER, AND MORE SUSTAINABLE COMMUNITY CHATTOOGA COUNTY, GA LOCAL LEADERSHIP IN ACTION BERTIE COUNTY, NC A LARGE COUNTY WITH BIG PLANS 19 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
CLERMONT COUNTY, OH BUILDING OPPORTUNITY AT EVERY TURN REYNOLDSBURG, OH A ‘TASTE’ OF A BELOVED DESTINATION STRATFORD, WI WELCOME HOME ROCHESTER, IN A SMALL TOWN’S BOLD STEPS TOWARD GROWTH AND OPPORTUNITY LADYSMITH, WI DRIVING CHANGE IN THE MIDWEST FULTON COUNTY, OH BUILDING OPPORTUNITY IN RURAL AMERICA MINERAL WELLS, TX A COMMUNITY REVITALIZED SUPERIOR, AZ A TOWN OF RESILIENCE AND OPPORTUNITY SMYRNA, TN SMALL TOWN MYSTIQUE WITH A BIG CITY BONUS EBENSBURG, PA REACHING NEW HEIGHTS KENTVILLE, NS CHARMING AND PICTURESQUE MONROE, OH BUILDING THE FUTURE SHARONVILLE, OH A TALE OF A THRIVING CITY 20 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
A CITY THAT IS T IS BLESSED WIT BEAUMONT, CA AT A GLANCE BEAUMONT, CALIFORNIA WHAT: A rapidly growing city in Riverside County known for its family-friendly community, scenic mountain views, and strategic location near major transportation corridors connecting Southern California. WHERE: Riverside County, California, in the San Gorgonio Pass between Los Angeles and Palm Springs. WEBSITE: www.beaumontca.gov SEIZING GROWTH OPPORTUNITIES WHILE EMB 21 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
THRIVING AND TH BEAUTY BRACING ITS COMMUNITY SPIRIT Situated amid the scenic vistas of the San Gorgonio Pass, Beaumont, California, is a city defined by its natural beauty, affordability, and rapid transformation. Strategically positioned at the crossroads of the 10 and 60 freeways and Highway 79, Beaumont has become more than just a waypoint—it is a thriving hub for residents and businesses seeking opportunity. Over the past two decades, this vibrant city has grown extraordinarily, with its population surging from 13,000 to over 56,000 residents. 22 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
Despite these changes, Beaumont continues to embrace its small-town charm—a unique blend of progress and community spirit that sets it apart. “We often say all roads lead to Beaumont,” says David Fenn, council member of Beaumont.“With our central location and growing community, we’ve become a destination for families looking for affordable housing and businesses seeking accessible land.” However, growth comes with its challenges, and Beaumont’s leaders are navigating these with vision, dedication, and a strong commitment to preserving what makes the city special. PARTNERING FOR PROGRESS Rapid growth often tests the limits of a city’s infrastructure, and Beaumont is no exception. As thousands of new residents have moved to the city over the years, traffic has become a major concern. “Being in the Pass Area, we deal with a lot of regional traffic passing through,” explains Elizabeth Gibbs, City Manager. “It’s not just about our population; events like Coachella and Stagecoach bring additional congestion to our highways and local streets.” Beaumont is tackling these challenges head-on with a series of ambitious infrastructure projects.The $71 million Potrero Boulevard Interchange project is a prime example. Scheduled to begin construction in fall 2025, the project will provide additional freeway access, easing congestion and improving connectivity for residents and businesses.“This interchange will not only benefit residents but also help with the flow of traffic from logistic centers in the area,” notes Lloyd White, Council Member. Other significant projects include eliminating the at-grade crossings where the train tracks intersect with Pennsylvania Avenue, enhancements to the Oak Valley Parkway Interchange, and an extension of Second Street to divert traffic from busy intersections like Highland Springs Avenue. While these projects address immediate traffic concerns, Beaumont’s leadership takes a longterm approach. To secure funding and support, the city works closely with regional agencies like the Riverside County Transportation Commission (RCTC) and the Western Riverside Council of Governments (WRCOG). “We’ve built strong partnerships with 23 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12 BEAUMONT, CA
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these organizations,” White explains.“Their backing is critical for completing large-scale projects, and we’re ensuring Beaumont is a priority on their radar.” The city has also proactively informed its residents during construction and emergencies. Tools like the Everbridge emergency notification system allow officials to send real-time updates on road conditions, train blockages, and significant events. “It’s all about keeping our community informed,” Gibbs says.“Whether it’s alerting residents to avoid certain streets or sharing the progress of our projects, communication is key.” KEEPING RESIDENTS CONNECTED Growth extends beyond infrastructure—it’s about building meaningful connections with the community and fostering engagement. Beaumont has made significant strides in this area, launching innovative communication tools to keep residents informed. The city publishes a quarterly magazine mailed to every homeowner alongside an electronic version for broader accessibility.“It’s a user-friendly resource that keeps our residents updated on city activities and services,” says Gibbs. Social media platforms, an enhanced community calendar, and the Everbridge emergency response system further enhance communication. The latter has proven particularly useful during train breakdowns, a common occurrence given Beaumont’s location at the top of the Pass. REVITALIZING DOWNTOWN BEAUMONT As Beaumont grows outward, city leaders also turn their attention inward to revitalize the historic downtown area. Once the heart of the community, downtown Beaumont had become overshadowed by new developments on the city’s outskirts.“When the city expanded, it grew outward rather than through infill,” council member Fenn explains.“Our downtown remained a little old—not neglected, but it needed attention.” MORE THAN A GYM An academy with state-of-the-art facilities located in the heart of San Diego THE NUMBER ONE JIU-JITSU ACADEMY IN THE WORLD ATOSJIUJITSUBEAUMONT.COM JOIN NOW 25 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12 BEAUMONT, CA
Revitalization efforts are now in full swing, with plans to create a more walkable and inviting environment. The city is considering reducing lanes on Beaumont Avenue and Sixth Street to improve pedestrian accessibility, adding tree-lined medians, diagonal parking, and ambient street lighting. “We want to create a cozy atmosphere where people can park, walk from business to business, and enjoy an evening out,” says council member Fenn. Events like Beaumont Nights, a summer market series, have already brought new life to downtown. With live music, vendors, and family activities, the event drew crowds of over 3,500 people per night.“It was a huge success,” Gibbs shares.“It demonstrated the potential of our downtown area becoming a gathering place for the community.” The city is also investing in its historic downtown park, with a $14 million makeover planned. Dubbed Beaumont’s version of Central Park, the revamped space will serve as a focal point for community activities and events. “This park is long overdue for a makeover,” council member Fenn notes. “It’s an investment in our community’s future.” ECONOMIC GROWTH AND DIVERSIFICATION While Beaumont’s history is rooted in residential 26 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
growth, the city now focuses on economic development.“We’ve reached a point where it’s time to grow our business sector,” council member Fenn says. “We want to bring more jobs to Beaumont so residents can live and work in the same city.” Joseph Cale, Economic Development Analyst, outlines the city’s dual focus: industrial development and resident-serving retail. “There are hundreds of acres of attractive and affordable land within the City of Beaumont and our sphere of influence available to new developers and business investors,” he explains. Currently, the city is processing plans for 23 million square feet of industrial space, with 27 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12 BEAUMONT, CA
To find the perfect recipe, you need the perfect ingredients.And that’s what Nothing Bundt Cakes’ founders Dena Tripp and Debbie Shwetz were for each other. In 1997, they joined forces, or better yet kitchens, to make cakes to entertain their friends and family. The cakes they made were delicious, unlike anything anyone had tasted. As a result, their friends and family asked them to entertain more and more. They quickly realized this side project of theirs could be something more. There was a gap in the world for delicious cakes, readily available, that didn’t compromise on quality ingredients. Real eggs, butter and cream cheese; nothing was too good to achieve perfection. And perfection are those decadent bites we all know and love. Flash forward and Nothing Bundt Cakes has grown nationwide. Built on Dena and Debbie’s vision, each bakery has the warmth and nostalgia of its home-kitchen roots, but also take a modern approach for the world today. From “happy birthday” to “just because,” nothing says it sweeter than Nothing Bundt Cakes. Offering ten flavors and four different sizes, each cake is crowned with their signature cream cheese frosting. Make someone’s day with Nothing Bundt Cakes or visit NothingBundtCakes.com. Beaumont 1668 E 2nd St, Ste I Beaumont, CA 92223 (909) 487-5804 Decadent Bundt Cakes for Every Holiday or Special Occasion
ROOTED IN TRUSTED FAMILY VALUES. COMMITTED TO QUALITY. Firmly planted in the family values and traditions customers have come to know and love, Perricone Farms is the undisputed industry leader of premium, craft juice. The Perricone family traces its roots to the citrus groves back in 1935 with Sam Perricone, who founded Perricone Farms in 1994 with his oldest son, Joe. Having started serving its premium, delicious juices to locals and tourists alike along Disneyland’s Main Street, Perricone Farms now distributes its trusted and top-rated juice products nationwide. There’s a reason why Perricone Farms juices have been on the menus and shelves of the finest restaurants, resorts and retail chains across the country for over a quarter century. Dedicated to producing the highest quality and best-tasting products, Perricone Farms continues to dominate the craft juice market by maintaining strong relationships with their customers and growers. Most recently, Perricone Farms announced its acquisition of Natalie’s Orchid Island Juice Company, an award-winning juice company based in Florida “We are excited to add Natalie’s to the Perricone Farms family. Natalie’s commitment to producing the highest quality products, combined with unmatched customer service, aligns with the core values we have been providing in the marketplace for years. Working together, we will be stronger and will be able to provide greater value to our customers,” said Bob Rovzar, CEO of Perricone Farms. 30 Years of Premium, Craft Juice Honest-to-Goodness Freshness Food Service • Retail • Bulk Request samples of orange juice, lime juice and more at perriconefarms.com BEAUMONT, CA
projects ranging from distribution centers to retail hubs. Major employers like Amazon already account for a significant portion of local jobs, and the city is working to attract more. Retail expansion is another key priority. Beaumont has welcomed new shopping centers and eateries, with more on the horizon. “We want to create opportunities for residents to spend their time and money here,” says Gibbs.“It’s centered on building a self-sustaining local economy.” DOWNTOWN AS A DESTINATION Downtown revitalization is at the heart of Beaumont’s economic strategy. The city is working to transform the area into a dining and entertainment destination, offering incentives to attract high-quality businesses. “We’re focusing on breweries, distilleries, premium dining, and casual eateries,” says Carole Kendrick, Interim Director of Community Development. “The goal is to make downtown a date-night destination.” To support this vision, Beaumont has purchased two historic buildings to serve as restaurant incubators. One, a 9,000-square-foot structure that once housed City Hall and the Police Station, is being reimagined as a culinary hotspot.“It’s a beautiful 1930s building with plenty of potential for outdoor dining,” Kendrick 30 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
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explains. “We’re creating opportunities for new restaurants to establish themselves and thrive.” The city is also rolling out innovative incentives, including forgivable loans for new business startups and job creation programs offering $20,000 per job. “The purpose of these programs are to promote entrepreneurship and expansion of businesses within the city,” Cale says. “We want to make operating a successful business in Beaumont as accessible as possible. ” INNOVATION AND SUSTAINABILITY The city has partnered with Riverside County and Mount San Jacinto College to create a business incubator to foster local entrepreneurship. “A goal of the city is to make Beaumont a hub for entrepreneurship,” Cale explains. “We want every business, new and existing alike, to feel that they are a partner with the city and every resident to be a champion for our local economy.” 32 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
Sustainability is also a priority. From promoting walkable neighborhoods to incorporating ecofriendly designs in new developments, Beaumont is paving the way for a greener future. “We’re not just planning for today,” Gibbs says.“We’re building a city that will thrive for generations.” A UNIFIED VISION As Beaumont looks to the future, its leaders are united in their vision for the city. “The council is fully aligned in its goals,” Gibbs notes. Over the next five years, Beaumont aims to continue diversifying its economy, expanding its housing options, and enhancing its quality of life. Plans include new apartment projects downtown, additional office space to support local businesses, and ongoing infrastructure improvements. “We’re casting a wide net,” says Kendrick. “We are trying everything and building momentum for long-term success.” The city is actively seeking to improve the work-life balance for its residents. “Our goal is to create an environment where people don’t have to commute hours each day,” council member Fenn explains. “We want them to live, work, and enjoy life here in Beaumont.” 33 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12 BEAUMONT, CA
CITY WITH HEART Through its growth, Beaumont continues to be a city with heart—where community matters. “I’ve been here for three decades, and no matter how much we grow, there’s still this incredible sense of belonging,” Gibbs reflects. “It’s something you don’t find everywhere.” For those who call Beaumont home, the journey ahead is as bright as the stars in its clear night skies. PREFERRED VENDOR/PARTNER n Atos Jiu Jitsu www.atosjiujitsubeaumont.com n Nothing Bundt Cakes www.nothingbundtcakes.com From “Happy Birthday” to “Just Because”, nothing says it sweeter than Nothing Bundt Cakes! Handcrafted from the finest ingredients, their cakes are available in four sizes and a variety of delicious flavors, all crowned with their signature cream cheese frosting. Make someone’s day with Nothing Bundt Cakes. n Perricone Farms www.perriconefarms.com Founded in 1994, Perricone Farms is one of the leading premium, craft juice producers in the nation. We focus on creating the best tasting juice and maintaining strong relationships with our customers and growers, gracing the menus of the finest resorts & retail chains across the country. We squeeze real juice from real fruit. n McDonald Property Group www.mcdonaldpropertygroup.com Formed in 2013 by Bruce McDonald, McDonald Property Group is an industrial development company that develops Class A large scale industrial projects in joint ventures with institutional capital partners and has developed over 8.0M SF both in the City of Beaumont and Ontario. n Affinius Capital www.affiniuscapital.com Affinius Capital® is an integrated institutional real estate investment firm focused on valuecreation and income generation. For more than 40 years, Affinius has built a diversified portfolio across North America and Europe by providing equity and credit to its trusted partners and on behalf of its institutional clients globally. 34 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
GROVER BEACH, CA TRANSFORMA AT A GLANCE GROVER BEACH, CALIFORNIA WHAT: A city of approximately 13,000 residents WHERE: In San Luis Obispo County on California’s Central Coast WEBSITE: www.groverbeach.org A CITY WHOSE TIME HAS COME 35 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
ATION AHEAD The City of Grover Beach, California, a stunning beachfront community of approximately 13,000 in San Luis Obispo County on California’s Central Coast, has always had long term plans and the fortitude to see them come to fruition with plans conceived decades ago finally poised to pay off. Topping the list, the wheels are in motion for the soon-to-be-completed West Grand Avenue Streetscape project. 36 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12
“We’re a city on the move,” says City Manager, Matthew Bronson. “We had a vision 20 years ago for mixed-use development with housing, commercial development and restaurants in the heart of our city along with creating a more pedestrian-friendly area. And now, we’re finally achieving it, by creating an urban village along our main corridor that leads right to the beach, and creating a better sense of place in Grover Beach.” Historically, Grover Beach “was envisioned as a community where the rail line would meet the ocean with a big beachfront resort,” Bronson recounts. As the history of the community unfolded throughout the years, modern Grover Beach became a city primarily of residential neighborhoods, with mostly single-family homes, many parks and green spaces, highly rated schools, and an undeveloped beachfront. A CITY’S VIBE Assistant City Manager Kristin Eriksson believes Grover Beach has “a very unique vibe,” differentiating it from nearby municipalities. “A lot of beach towns look the same and they’re almost interchangeable,” she asserts. “We’re a bit different. We don’t have a ton of development so it’s less commercialized.” “We didn’t experience the degree of beachfront development that a city on the coast typically has,” Bronson echoes. “Our beach is owned and operated by California State Parks and has miles of open space including sand dunes. You can walk or drive up and down some of the largest and most beautiful coastal dunes in the state. Our beachfront area has a beautiful boardwalk where you can see the state’s largest butterfly grove. We also have the only drive-on beach in California, which also offers accessibility into the beach environment. Our beach is a unique part of the California coast that you can’t find anywhere else.” A NEW URBAN VILLAGE While the pristine beach is a major draw, the city’s current focus is on the downtown corridor on West Grand Avenue, with the vision of transforming it into a thriving urban village just blocks away from the sea and shore. This total cost was $7 million with $3.4 million funded by the San Luis Obispo Council 37 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 12 GROVER BEACH, CA
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Building the Future of Grover Beach. Innovative Developments Redefining Our Coastal Community With over 35 years of experience building across California’s Central Coast, Coastal Community Builders is proud to collaborate with the City of Grover Beach to shape a thriving future. Through visionary projects like Palladium, Encore, and Trinity, we’re delivering thoughtfully-designed homes that enhance Grover Beach as a premier place to live, work, and grow. Visit CCB.Homes to Learn More DRE #01266964
BUILDING THE FUTURE OF GROVER BEACH: COASTAL COMMUNITY BUILDERS’ VISION FOR PROGRESS AND COMMUNITY For over 35 years, Coastal Community Builders (CCB) has been creating vibrant, thoughtfully designed communities across California’s Central Coast. One example of how CCB is shaping the future of this extraordinary region is in Grover Beach, where three innovative mixed-use developments—Palladium, Encore, and Trinity—are redefining what it means to live, work, and connect in a thriving coastal city. “Our mission has always been to create spaces that foster connection, elevate quality of life, and reflect the unique character of the Central Coast,” says Gary Grossman, President of Coastal Community Builders. “Over three decades, we’ve built more than homes—we’ve built communities that last.” These Grover Beach projects embody CCB’s commitment to sustainability, quality, and collaboration. Each development features a mix of residential and commercial spaces, blending single-story condominiums, townhomes, and ground-floor retail and dining opportunities to create dynamic, connected neighborhoods. Palladium: Coastal Simplicity with a Modern Touch Palladium introduces thoughtfully designed single-story condominiums, offering one- and two-bedroom layouts tailored to modern lifestyles. Combining comfort with accessibility, Palladium redefines lowmaintenance living in Grover Beach, providing a perfect home for those seeking convenience and style. Encore: Elevated Living with a Coastal View Encore brings luxury and sophistication to Grover Beach, featuring a collection of single-story condominiums that prioritize elegance and function. With its focus on seamless living and easy access to local amenities, Encore is ideal for homeowners who value both community and privacy. Trinity: A Community Hub for the Future Trinity combines townhomes and single-story condominiums with vibrant ground-floor retail spaces, creating a true community destination.This development exemplifies CCB’s vision for sustainable, mixeduse neighborhoods that connect people with the services, entertainment, and conveniences they need. “These developments reflect a collaborative partnership with the City of Grover Beach and highlight our shared commitment to creating vibrant, future-focused communities,” says Cam Boyd, CEO of Coastal Community Builders. Together, these projects represent more than just residences—they are part of a broader vision to shape Grover Beach as a city of opportunity, growth, and community. Coastal Community Builders remains deeply committed to partnering with cities across the Central Coast to ensure our projects align with local goals, elevate the surrounding areas, and create lasting value for residents and businesses alike. For more information about these developments, visit CCB.HOMES. DRE #01266964
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